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Interview with Claire Taylor | Networking | Part 1

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Professional Skills for International Business

Universidade de Londres

4.6 (389 classificações) | 9.3K alunos inscritos

Curso 1 de 6 no International Business Essentials Programa de cursos integrados

This course provides insight into the key professional skills needed by managers at all levels of an organisation. You’ll learn key skills such as how to make a positive first impression; how to become a role model at work; effective time and resource management; and networking. This course forms part of a specialisation from the University of London designed to help you develop and build the essential business, academic, and cultural skills necessary to succeed in international business, or in further study. If completed successfully, your certificate from this specialisation can also be used as part of the application process for the University of London Global MBA programme, particularly for early career applicants. If you would like more information about the Global MBA, please visit https://mba.london.ac.uk/. This course is endorsed by CMI

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Habilidades que você aprenderá

Delegation, Personal Branding, Leadership, Management

Avaliações

4.6 (389 classificações)

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RG

Jul 28, 2017

The experience of starting this course was inspiring and very intriguing. It was explained in a very basic way that would make even a novice like me understand

SM

Oct 23, 2017

This course was really, really awesome, I learn so money practical theory and framework how to manage people, how communicate and so on...............

Na lição

Networking

Week four will explore networking where you will have the opportunity to reflect on your personal brand, and how social networks can help in professional networking.

Key Concept: Networking11:32

Case Study: Interview with Valentina Lorenzon | Key Skills in Networking9:42

Interview with Claire Taylor | Networking | Part 115:43

Interview with Claire Taylor | Networking | Part 211:25

Interview with Mary Stiasny | Networking13:28

Networking | Interview with Andrew Harding12:59

Ministrado por

David James
Founder and Director, DJ Learning Ltd

Transcrição

[MUSIC]

In this interview, we're going to be exploring the concept of networking and

what networking means in different situations.

Many of us will have heard the words, many of us will have thought,

perhaps we're really good at networking.

Some of us might have thought, as I did when I worked in the corporate world,

networking wasn't perhaps a priority.

I looked back, perhaps now we reflect slightly differently but,

nevertheless networking is something that applies to us all in different situations.

What we're going to do now is to talk

with Claire Taylor about her experiences networking.

Both in the corporate world, when Claire worked in the marketing and

branding functions at senior level.

And also networking in the consultancy world.

And also networking as Claire is now,

when she's working as co-founder of the Story Mill.

So Claire, how did your experience in networking begin when you worked in

the corporate world in your marketing and branding roles?

>> So, very much related to what you said, David, which is what in the corporate

world, early days, I didn't actually think I needed to network.

I just didn't think about it, there were people there, you were working with them,

they would you phone you,

you were constantly getting when email came because there was no email when

I first began my career, that your phone rang, emails came, all of that.

You had these relationships that you built,

you worked with people over a period of time.

So, what changed that for me was, do you remember Daniel Goldman and

he wrote this book a number of years ago, but now.

And everybody was talking about emotional intelligence, right?

And there was an emotional intelligence questionnaire which was the EIIDQ.

[LAUGH] Okay.

>> All right. I remember.

>> So I completed the EIIDQ once and I got really interesting

feedback that of the areas that I was strong on and all of that.

But the one area that came back that I needed to build on was my personal

connectedness, okay?

>> Right. >> Because which is your

networking, essentially.

>> Yes.

>> How broad your network is.

And what I did notice is that,

although people who were working with me in the corporate environment, some of

them had a very broad range of connections and they were really good at doing that.

So at that time, I was working for the UK affiliate of a pharma company.

And other people who were doing the same sort of thing would have a bunch of

international connections, they often have connections outside of the company with

other companies and this really sort of broad network and

people on speed dial that they would phone up and all of that.

And they would also network very well with the customers and

I wasn't really doing any of that.

I think, probably, what was the biggest game changer for me was LinkedIn.

>> Right.

>> I think LinkedIn was probably the biggest game changer.

Partly, I think it depends on your personality type as to whether you've got

everybody on speed dial or not.

>> [LAUGH] >> I mean some people just do

that naturally don't they?

It's just kind of who they are and for me I found that it wasn't something that

I kind of naturally did, was it, give me your number we go for it.

It just wasn't something that I automatically did.

But with LinkedIn,

that was a great opportunity to connect with people and keep in touch.

It just was so much easier to keep in touch with somebody to pop them

a quick LinkedIn message and say how are things?

Than it was to sort of pick the phone up which almost felt like an interruption to

their day.

And I would have the thought, gosh, are they going to be

busy now I'm going to leave a message, then they'll call me back and all of that.

So for me social media was a big game changer.

And I remember having left one corporate organization and

I was doing my contracting work at the time, my consultancy work.

And just sending a LinkedIn message to an old contact to say, do you need some help?

And within a couple of days I was having a conversation with him and

within a week I was working on a project with him.

When I also finished a consultancy project a few years ago and

just as I was about to finish it, I got a LinkedIn message that just went help

with four exclamation marks from an old colleague.

>> Right. >> Said could you help us to do this.

So yeah, I think it's just a really great, easy way to network and keep

in touch with people that you've known and met already through the corporate world.

I'd also say, over time, I began to kind of value

creating those connections and staying in touch with people much, much more.

And LinkedIn kind of underpinned a shift for me in awareness that,

that was something that I really needed to be doing.

>> A number of key things we've heard Claire share with us already.

Consistent throughout though,

whatever the context, networking is about making connections.

And for Claire the game changer was LinkedIn.

Running alongside that I think we've also heard is about Claire looking at the need

to network slightly differently from the early days in the corporate world,

running alongside the emergence of LinkedIn, actually to fill in the need and

recognizing the importance of making these connections.

When you look back on the earlier days then,

when you perhaps didn't network and you got that feedback that you said

your personal connectivity perhaps wasn't what others had expected.

>> Mm-hm.

>> That's always the start point with feedback, isn't it?

If you were to look back on your corporate experience,

in terms of networking, would you have done anything differently?

>> Well yes, I think having that kind of awareness,

I would have just made more conscious of doing that.

So, I guess it was an evolution as part of my learning as you go through your career.

But yes, I would have done it earlier had I had that awareness.

I think a lot, often that's why these things are useful,

because they trigger an insight for you.

And you kind of have this a-ha moment where you go, okay.

I've been doing a lot of this.

And I could be doing more of that.

And I guess it wasn't even really an expectation of anybody else of me.

It was just, when you do this things your results

just go versus a cohort of a standard cohort and

whatever and mine was just slightly low.

And so it was an area were that I discussed and thought,

actually, yeah that's something I will focus on.

And yeah, so had I known sooner, I would've done it sooner.

Yeah, yeah. >> Although, from what you shared with us,

in the corporate world, so like when my corporate experience began, pre-email,

we still had phone conversations, we still had face to face conversations.

So more of an informal type of networking.

But you also mentioned people in the corporate world who would have

key contacts on speed dial.

>> Yes.

>> I had colleagues in the corporate world and

I'm sure they spent their career networking.

I'm not quite sure what happened to the day job.

But then when LinkedIn comes in and

when social media comes in, it's almost as if the way in which we network changes.

>> Yeah, I think that's right.

I think that what used to happen was you'd leave a company and then within 18 months

you'd completely lost track of everybody was because people would have moved on.

And it wasn't that I didn't make relationships with people or sometimes

sit down and have a coffee with somebody or do these sorts of things.

I just think that with social media we've become much more aware

of making these connections, the value of relationships.

Yeah, I think that has been such a game changer for

networking as well as for me personally.

>> So, we have the immediacy that technology gives us through

social media work, networks like LinkedIn.

>> Yes. >> You can do it straightaway.

And also numbers you can contact a lot more people more quickly.

Would you say that there was a difference between formal networking and

informal networking?

>> I would definitely, yeah.

I guess it depends on how well you know people on the one hand as to

whether you're going to filling them or how easy it is to message them.

If we talk about in two, I'll talk about it in two ways, so

one is the face-to-face stuff.

Back in around 2009, I got into sort of form of networking,

joining networking groups.

And I led a sort of cohort of a networking group, so a regular meeting.

And I had a lot of fun actually doing that and

I met a lot of people that I hadn't known.

And it was a group that was really floundering for this organization and

I said I would take it on, because I was interested in doing that.

And we got to a point where before Christmas we were, we had so

many people coming that we actually to say, I'm sorry, it's full.

>> Wow.

>> Because I would ring everybody and say are you coming and all of that.

And people who hadn't been there for

ages would go well since you've phoned me, I'll come.

And I enjoy doing that, however I didn't find that particularly useful,

given that a lot of my background is corporate and

a lot of people I work with are either very large,

kind of public organizations or they're corporate organizations.

And a lot of the people who are coming to this form of networking,

they were running smaller kinds of organizations or

running something, running their own sort of consultancy.

So, in the time I did was just about four months,

I didn't find that terribly useful.

Now, yet I know people who do find that incredibly useful and

they talk about selling through the room rather than to

the person that you're actually having the conversation with.

So I know it works brilliantly well for some people and

they've ended up getting to work with some great clients and

being asked to write books and all sorts of things as a result.

For me the other side that I guess is kind of informal side

on networking which is, and I think of that in two ways,

one is meeting up with the people you know and keeping those relations going.

Activities that you like to do in your life.

So if you like to play golf or if you like to, what I like to do, photography.

Or if you like to play tennis or whatever,

then there's the chance to meet people through those things.

And often what you're trying to do through networking, as I see it anyway, and they

have the need, like, know, trust mantra, don't they, you want to like somebody,

you want to have a certain chemistry with them and build trust with them.

And often when you're doing a different kind of activity, you really see

what that person is like and you get that chance to say, would we work together or

shall just be drinking buddies [LAUGH] or coffee friends?

And I prefer that personally from a face-to-face networking point of view.

Then when you get into the LinkedIn,

there's keeping in touch with people that you know and then there's

the chance to make introductions to people that you don't know.

I think it's an area where you got to be really careful.

It is my experience that you don't kind of drive people mad.

>> [LAUGH] >> [LAUGH] And yeah, and I think most of

have had this experience, where somebody connects with us on LinkedIn and then

ten minuets later they send is a message with a big long list of their services.

You just think so, I often think of it a little bit like

dating- >> [LAUGH]

>> It's like in that sort of sense.

You just wouldn't do that if you were dating somebody, would you?

It's step by step.

So, I think, sometimes on social media, people forget [LAUGH] their manners and

they don't want to take the time to actually build a relationship

with somebody.

And I get a lot of the natural network and what we're trying to do in

formal networking is we're trying to mirror relationships that have been formed

at school or in university, or early on in jobs.

And these sorts of things, we're trying to sort of mirror that and

kind of make it happen with more people.

And I think relationships still need time, and

there needs to be the right sort of chemistry, and

the right sort of sense of, yeah, can we do something together or not.

That's just my experience of it.

>> And there, really, really a number of

different scenarios that Claire has shared with us.

And what we're learning, is that as we look to build networks,

there are a number of key variables that we need to think about.

And for each of us, so for Claire, for me, for each of you, at different moments and

different times, these variables will have different relative importance.

And so for example, are we going to build networks face to face?

And if so, how are we going to build that relationship based on frequency on trust,

on likeability, on respect, on common ground, on common purpose, for example?

Or are we going to have informal networks for those coffee meetings,

or down at the tennis club or the golf club, or in a photography situation.

Or is it going to be through technology

where initially at least it's a bit more remote?

And so therefore the way in which you look to build that relationship is

necessarily going to be different than if it was face to face.

So the way in which you need to think about the other party or parties

in a networking situation needs to change because you can't see them directly.

You need to think before you act, perhaps a little bit more when you're going

through LinkedIn or through other means of social networking.

But what we have learned Is that thematically in almost

every situation that we're in everyday, we will be either formally or

informally, either directly or indirectly through social media, and

Linkedin is the example T=that Claire primarily has shared with us.

We will be networking in one way or

the other because we know that it's very very important that we do.

>> Thank you very much Claire.

>> Thank you David.

[MUSIC]

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